With a well-planned strategy and a whole-of-organisation approach, it is possible to reliably achieve positive and meaningful safety outcomes. Watch our short introductory video.
Daniel Pink says that workers are motivated by purpose, mastery and autonomy, which Sidney Dekker connected to contemporary safety management. Dave Woods says that verbs are more important than nouns, in his theory of Graceful Extensibility, and Erik Hollnagel talks about potentials for resilient performance. The Forge Works Map® incorporates these concepts to provide a comprehensive model of how successful outcomes are created through the capacity to:
Guide work towards a common purpose
Enable work to ensure mastery
Execute work through entrusted autonomy
We use these three capacities and the 15 factors that sit within them to help companies understand where they’re at in terms of their approach to managing work (the position) and the opportunities to create or improve the safety of work (the ambition).
We understand that all organisations are as different from one another, in their approaches to safety management, as the people who work within them, but we have come to understand them broadly as Compliant, Leading and Resilient.
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Our evidence-based methodology, harnessing the Forge Works Map®, has enabled companies large and small to recover and refocus their safety efforts.
If you’d like to learn more, download ‘The Forge Works blueprint for safety management’ or contact us.
We use the Forge Works Map® to assess and identify growth opportunities, in your organisation’s capacity to create successful outcomes and enable the safety of work by engaging with your workers, leaders and management processes to:
→ understand the organisational context
→ engage with leaders and workers
→ collect empirical data through document reviews, surveys and interviews
→ analyse the empirical data to identify themes
→ assess organisational capacities against the
Forge Works Map® (the ‘position’)
→ evaluate opportunities to strengthen or grow the
organisational capacities (the ‘ambition’)
→ enrol safety managers to champion development and delivery of strategic improvements
→ design a strategy map to guide the implementation of the strategic improvements
→ co-design programs of work to achieve the objectives described in the strategy map
Understand current performance by:
a) engaging with operational and functional leaders
b) reviewing relevant documents and records
Engage with executives to understand:
a) vision and objectives
b) strategic priorities
c) programs of work
d) sponsorship
Engage with frontline operations through interviews/surveys based on the Forge Works Map® to identify:
a) strengths and weaknesses
b) improvement opportunities
Apply the Forge Works Map® to assess organisational capacities:
a) systemic management
b) cultural management
c) integrated management
Identify opportunities to grow capacities, i.e. the ‘roadmap’, from the ‘position’ to the ‘ambition’, e.g.:
a) compliance to leadership
b) leadership to resilience
Calibrate the ‘roadmap’ with senior managers and prioritise the opportunities in the context of the organisational values, vision and priorities with executives
Enrol safety managers as champions in the development and delivery of the strategy, including co-design of:
a) the strategy map (stage 8)
b) programs of work (stage 9)
Design a strategy map using the:
a) primary strategic objective
b) stakeholder perspective/s
c) business processes
d) intangible enabling assets
Co-design programs of work to achieve the strategic objectives and seek formal executive approval for the programs of work